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Why Working On Your Strategy Makes You Uncomfortable And What Can You Do About It?

2024-06-04

You’re probably too busy working on day-to-day operations.

Selling, delivering, and executing are important. However, you’re not convinced the organization is working on the right priorities.

The results are good, but they could be better.

You tell yourself you’re too busy to focus on strategy.

5 Reasons to Explore

You’re probably uncomfortable with the idea of focusing on your strategy for one or more of the following five reasons:

1. Unclear Vision

You don’t have a clear vision of what winning means. Your strategic ambition remains vague. You know your mission, but the destination remains unclear.

Suggested Actions:

  • Explore your organization’s impact on your customers. 
  • Is it possible to make a significant difference?
  • How can this contribution be realized?

2. Vague Customer Profiles

Your understanding of your customers’ jobs, pains, and desired benefits remains vague and approximate. You assume.

Suggested Actions:

  • Engage in direct discussions to explore these elements and identify value-creation opportunities.
  • Also, talk to those who are not (yet) customers or who no longer are.
  • Question the reasons and choices they made.

3. Unclear Value Proposition

Your value proposition is not specific enough and does not create a competitive advantage. Your offers are very similar to those of your competitors. You’re probably fighting for the same customers.

Suggested Actions:

  • Explore options for targeting different jobs, pains and gains.
  • Develop a unique value proposition and identify the choices necessary to achieve it.
  • Combine needs, activities, channels and relative prices in innovative ways.

4. Questionable Alignment

Your key activities, resources, and systems are not aligned and do not support each other to reinforce the desired value. You’re probably managing efficiency before effectiveness.

Suggested Actions:

  • Identify how these elements should support and reinforce the strategic agenda.
  • Implement strategic priority management and monitor progress.

5. Sub-Optimal Culture

You’re not taking advantage of the power of culture, collaboration, and shared competencies. You’re not sure you have the right people “on the bus.” They lack the means to collaborate, experiment, and innovate.

Suggested Actions:

  • Be explicit in developing an environment of trust and autonomy.
  • Develop competencies and ensure that team members can effectively contribute to achieving strategic objectives.
  • Welcome experimentations and learnings to increase value.

Addressing these different elements can make you uncomfortable because it requires a great deal of effort to ensure the consistency of strategic choices.

An Ongoing Effort

Developing and executing a clear and shared strategy requires continuous work. In this sense, strategy is omnipresent in day-to-day operations, as it guides the team’s priorities, choices and actions. 

This will allow you to:

  • Ensure that the daily actions of organization members are focused on contributing to achieving the ambitious vision.
  • Improve collaboration between different teams and external partners by facilitating decisions and trade-offs.
  • Articulate the priorities to be achieved in the short term while balancing the need to work on long-term issues.
  • Integrate innovation practices as a driver of value creation while optimizing current operations.

Ask Yourself

So, where do you stand in mastering your strategy and its management? Are you satisfied with your ability to materialize your strategic ambition?

It may be time to address some uncomfortable discussions.

Quote

From: https://rogermartin.medium.com/strategy-time-a357865c1763

Next Step

When the time is right, we can help you clarify your strategic options and choices to achieve your business ambitions. 

Schedule a call here to get started!

Thank you for being with us and have a great week,

Eric L’Heureux

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